In the heart of the sphere of everything that keeps changing, there one thing that never changes-life. Life is the one thing that stays with me until the very end. Today, people may like me. Tomorrow, they may not. But my life is still there. It is not subject to good and bad. Human beings are the thinkers-homo sapiens-the ones with the brains. We can think about things, and in our thoughts, everything keeps changing. In our moods, everything keeps changing. Yet, in our beings, there is the heart, and the heart does not change because it is consistent with only one thing. Our needs on the outside change all the time, but the heart's need never changes. It is consistently the same, and always will be.
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The very name of my subject, economics, suggests economizing or maximizing. But Political Economy has gone a long way beyond home economics. Indeed, it is only in the last third of the century, within my own lifetime as a scholar, that economic theory has had many pretensions to being itself useful to the practical businessman or bureaucrat. I seem to recall that a great economist of the last generation, A. C. Pigou of Cambridge University, once asked the rhetorical question, "Who would ever think of employing an economist to run a brewery?” Well, today, under the guise of operational research and managerial economics, the fanciest of our economic tools are being utilized in enterprises both public and private.
Paul Samuelson
For as soon as the distribution of labour comes into being, each man has a particular exclusive sphere of activity, which is forced upon him and from which he cannot escape. He is a hunter, a fisherman, a shepherd, or a critical critic and must remain so if he does not wish to lose his means of livelihood; while in communist society, where nobody has one exclusive sphere of activity but each can become accomplished in any branch he wishes, society regulates the general production and thus makes it possible for me to do one thing today and another tomorrow, to hunt in the morning, to fish in the afternoon, rear cattle in the evening, criticize after dinner, just as I have in mind, without ever becoming hunter, fisherman, shepherd or critic.
Karl Marx
In his fawning hagiography of Teddy Kennedy, Clymer wrote that Kennedy's liberal voting record made up for his killing that girl at Chappaquiddick. I didn't believe it either, but Clymer actually wrote: Kennedy's "achievements as a senator have towered over his time, changing the lives of far more Americans than remember the name Mary Jo Kopechne." (A review in The Washington Monthly said Clymer's Chappaquiddick section did "not sugarcoat his subject's flaws.")
This is the way addled liberals really think. Even as they champion sucking the brains out of little babies, they think of themselves as indelibly compassionate because they favor an overweening, behemoth federal government.
Ann Coulter
What's wrong with changing things? Now, I wonder if this self-canceling, centerpoised personality of yours leads you to look at things defensively. I want you to try to detach yourself from yourself and try to see your own viewpoint from the outside, objectively. You are afraid of losing your balance. But change need not unbalance you; life's not a static object, after all. It's a process. There's no holding still. Intellectually you know that, but emotionally you refuse it. Nothing remains the same from one moment to the next, you can't step into the same river twice. Life-evolution-the whole universe of space/time, matter/energy-existence itself-is essentially change.
Ursula K. Le Guin
The professional administrators - especially those at higher levels - serve key roles at the boundary of the organization, between the professionals inside and interested parties - governments, client associations, and so on - on the outside. On the one hand, the administrators are expected to protect the professionals' autonomy, to "buffer" them from external pressures. On the other hand, the administrators are expected to woo these outsiders to support the organization, both morally and financially. Thus, the external roles of the manager-maintaining liaison contacts, acting as figurehead and spokesman in a public relations capacity, negotiating with outside agencies-emerge as primary ones in professional administration.
Henry Mintzberg
